Two Approaches To A Job Algorithmic: A task in which a set of - PDF document

Two Approaches To A Job • Algorithmic: – A task in which a set of established instructions GETTING THE BEST FROM YOUR are followed to one conclusion. Extrinsic profit STAFF: maximizes • Heuristic: A NEW APPROACH TO – Opposite of algorithmic, involves experimentation MANAGEMENT AND MOTIVATION with possibilities to devise a novel solution. Intrinsic purpose maximizes. Carrots and Sticks Seven Deadly Flaws Carrots and Sticks Seven Deadly Flaws • Can encourage shortcuts; unethical behavior • Intrinsic motivation – Enron, Ford Pinto, modifiers, unnecessary service extinguished • Become addictive – Play into work; work into play • Diminished performance – The exception becomes the rule, and is expected – Raising incentives does not • Can foster short ‐ term thinking improve performance • Creativity thwarted – Concentrating on short gains at the price of long ‐ – Rewards narrow focus term commitment • Crowd out good behavior – Taint altruistic act; push out the desire to do good And When It Work And When It Works • Baseline rewards: adequate and fair • Basic elements for right brain creativity and rewards • Routine tasks; no creativity, intrinsic motivation – Compensation adequate and fair – Congenial work place • Vary tasks, turn work into play – Autonomy, mastery, relate to larger purpose • Daily routine tasks – “if ‐ then” rewards • Not “if ‐ then” but “now that” – Offer a rationale why task is necessary – A surprise, after the project is finished, not before – Acknowledge task is boring – Now that the project is magnificently done . . . – Allow people to complete task in their own way

And When It Works Is the Task Mostly Routine? Yes: Can it be No: mastery, made less autonomy, routine purpose • For creative, right brain tasks: No: Use – Consider non ‐ tangible rewards; praise and Use rewards; now/that positive feedback even if/then; rewards – Provide useful information; praise about effort but and strategy rather achieving a particular outcome Rational Praise & feedback; Boring Useful info. Own way Type I and Type X Type I Traits • Type X: Yesterday’s theory • Almost always outperforms Type X in the long run. – Fueled by extrinsic desires – Concerned less with inherent satisfaction • Type I is both born and made. • Type I: 21 st Century theory • Type I does not disdain money or recognition – Concerned less with external rewards • Type I is a renewable source – Inherent satisfaction of the activity itself • Type I behavior promotes greater physical and Need to move from Type X to Type I mental well ‐ being Moving from Type X to Type I Autonomy • Autonomy • Task – FedEx days – What they do; When they do it; Who they do it with; How they do it • Time – ROWE v. billable hours • Mastery – A mindset; See abilities as infinitely improvable; Demands effort, grit and deliberate practice • Technique – Ritz ‐ Carlton • Purpose – Goals that use profit to reach purpose; in words that emphasize more than self interest; in policies that • Team – Building cooperation allow staff to pursue purpose on their own terms.

Mastery Purpose • The desire to get better and better at • Provides context for mastery and autonomy something that matters. • Goals • Compliance v. Engagement • Words: Hippocratic Oath; us/they; why not • Goldilocks Tasks how • Mindset – all in your head • Policies: Time to do meaningful activities • Painful • Purpose goals v. profit goals. • Unattainable Type I’s: 13 Ways to Improve Your 13 Ways Continued Hospital or Group • Time for noncommissioned work: The Big Idea • Conduct an autonomy audit – Carve out a small island of noncommissioned work – How much autonomy do you have over your • 20 percent time with training wheels tasks? – Noncommissioned work – How much autonomy do you have over your time – Start small, 10%, small group, limited time at work? • Turn your next off ‐ site into a FedEx Day – How much autonomy do you have over your team – One day to work on whatever staff wants at work? – Have the proper tools – How much autonomy do you have over your – Must deliver something; new idea, better internal technique at work? process 13 Ways Continued 13 Ways continued • Feedback: • Peer ‐ to ‐ peer “now that” rewards – Annual review flaws: Yearly and rehearsed – Avoids flaws of corporate carrot rewards – Self and/or peer performance reviews monthly – Carry a different meaning – Not as a replacement, but supplement – Puts feedback control in the hands of those closest to the activity – Set both smaller and larger goals – Relationship to larger purpose – Be honest

13 Ways Continued 13 Ways Continued • Take three steps toward giving up control • Design for the 85% – Involve people in goal ‐ setting – Workforce policies designed for 15%: Those that – Use non ‐ controlling language: must/think about; need rigid structures and strict enforcement should/consider – Systems design rules to guard against bad – Hold office hours behavior actually promotes it • Play “Whose purpose is it anyway?” – Assuming good faith encourages good behavior – In own words “What is our group/department/hospital’s purpose?” – Uniform or all over the map • Is it “we” or “they”? 13 Ways Continued 13 Ways Continued • Promote Goldilocks for groups: Not too easy, • Get agile not too hard – Build projects around motivated people – Begin with a diverse team – Simplicity – Group a “No competition zone” – Self ‐ organizing teams – Try task shifting • Start small and subversive – Concentrate on purpose, not rewards – Ask the right question – Be strategically subversive – Emphasize results Paying People the Type I Way • Ensure internal and external fairness • Pay more than average • Make performance metrics wide ‐ ranging, relevant, and hard to game • Salespeople: are they different?